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| Criterion |  Business Strategy Strategy Map |  Innovation Brainstorming |  Innovation Rapid Ideation |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
Purposedifferent | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | When a decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 2-4 h workshop plus review | 30-60 min | 5-20 min | 30-60 min |
Participantsdifferent | 4-10 | 4-12 | 1-20 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Idea pool, Theme clusters, Shortlist | Ideenpool, Roh-Shortlist, Cluster | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | AlignmentExecutionGoalsCausality | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationDivergenceSpeed | BrainstormingIdeationCreativityRisk |